Abstract
<div><strong>Purpose:</strong> The purpose of this article is to discuss the impact of Supplier orientation and the resulting Supply Chain Management (SCM) approach, on the organizational performance of ISO 9001 Quality Management Systems certified organizations.</div><div> </div><div><strong>Methodology/Approach:</strong> Following a literature review, a full structural conceptual model was proposed. An online survey was administered to managers of Portuguese organizations with certified ISO 9001 Quality Management Systems. Descriptive Statistics and Structural Model Equations were used to validate the proposed conceptual model. </div><div> </div><div><strong>Findings:</strong> There are positive relationships between Organization Strategy and Supplier Orientation, between Supplier Orientation and Stakeholders Satisfaction, and between Stakeholders Satisfaction and Organizational Performance Orientation, supporting ISO 9001:2015. These findings provide insights that supplier orientation, mediated by stakeholder satisfaction, is an essential tool for organizational competitive sustainable advantage.</div><div> </div><div><strong>Research Limitation/implication:</strong> The analysis was based on managers of ISO 9001 certified organizations perceptions, so additional studies with actual data and longitudinal studies should be useful for further validation.</div><div> </div><div><strong>Originality/Value of paper:</strong> The importance of the overall organizational ecosystem is highlighted with potential impact on the more than 1 Million ISO 9001 organizations certified worldwide and in their suppliers.</div>
Highlights
1.1 Quality management and ISO 9001Scientific studies (Boiral, 2012) have linked the success in the implementation of ISO 9001 Quality Management Systems (QMS) to the organization motivations and to the way the standard is interpreted and implemented (Fonseca, 2015)
Between Supplier Orientation and Stakeholders Satisfaction, confirming the findings reported by Kuei et al (2005) that supply chain quality management initiatives have a positive influence on firms customer service and product quality performance, by Lin et al (2005) that supplier participation and selection strategy influences business results, by Yeung (2008) that concluded that Supplier Strategic Management leads to customer satisfaction and by Fonseca et al that stakeholder satisfaction has a positive relationship with enduring business success
The main finding of this investigation, in line with literature research and the theoretical framework used, is to provide empirical evidence to support the conceptual and prescriptive statements in the literature concerning the impact of Supplier Chain Management practices in organizational performance, mediated by stakeholder satisfaction
Summary
1.1 Quality management and ISO 9001Scientific studies (Boiral, 2012) have linked the success in the implementation of ISO 9001 QMS to the organization motivations (most significant results when the motivations are internal rather than external) and to the way the standard is interpreted and implemented (Fonseca, 2015). The ISO 9001:2008 revision process started by ISO/TC 176 aims to assure that ISO 9001:2015 standard reflects the changes of an increasingly complex, demanding and dynamic environment and remains stable for the 10 years (Croft, 2012) It should have major benefits for Quality Management Systems with less emphasis on documentation and new/reinforced approaches. Three main strategic management theories were used as theoretical lenses to support the research (Fonseca, 2012): Stakeholder Theory by Freeman (1984) and McWilliams and Siegel (2001) focus on the importance of a firm’s relationships with critical stakeholders, like suppliers, that may lead to better performance, as organizations by integrating stakeholder’s expectations can create value for all stakeholders This one of the main theories supporting the Quality and Supply Chain Management integration and mutually beneficial relationships.
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